CanMEDS Leader
Teaching tool T5
Case Report
Leader Role Competencies
The unmodified content below was created for the CanMEDS Teaching and Assessment Tools Guide by S Glover
Takahashi, M Chan, and D Dath and is owned by the Royal College of Physicians and Surgeons of Canada. You may
use, reproduce and modify the content for your own non-commercial purposes provided that your modifications are
clearly indicated and you provide attribution to the Royal College. The Royal College may revoke this permission at
any time by providing written notice.
NOTICE: The content below may have been modified from its original form and may not represent the
opinion or views of the Royal College.
Instructions for Learner:
 Observe and take (non-identifying) notes on your Leader Role activities in day-to-day
practice
 Remember to be cautious about confidentiality when taking notes
 Review with faculty as arranged or initiate a review of your case reports to get feedback
Resident name: _______________________________
Resident role in this location:_____________________
Rotation/Site/Organization: (include details about when, where, how long, type of service)
A.
RESOURCES FOR THIS ROTATION/SITE/ORGANIZATION
1.
List the KEY resources, guidelines, policies and protocols that you used to understand your
role and responsibilities.
(i.e. job description, on call responsibility phone contact list)
2.
List OTHER key sources for information/assistance that were available for this
Rotation/Site/Organization?
Are there gaps?
Royal College of Physicians and Surgeons of Canada, 2015
canmeds.royalcollege.ca
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CanMEDS Teaching and Assessment Tools Guide
Leader teaching tool T5
3.
Rate your approach to those elements of leadership that apply in this case that you are
reporting on (e.g. leadership process, management, stewardship, quality improvement, patient
safety). Rate your approach by including your own viewpoint and remember to include the
feedback of others to inform your ratings. List important areas or ideas for improvement that are
priorities for you.
A. Leadership
process
IN THIS CASEa
Rate your approach IN THIS SITUATION.
Explain rating
1
2
3
4
5
Very
poor
Poor
Solid
competent
Very
good
Superb
Areas or ideas for priority
improvement?
Not
applicable
Asks what needs
to be done
Asks what is right
for the patient(s),
problem,
organization etc.
Develops action
plans
Takes
responsibility for
decisions
Takes
responsibility for
communications
Focuses on
opportunities
rather than
problems
Leads productive
meetings
Thinks and says
“we” rather than
“I”
Other notes/reflections:
Royal College of Physicians and Surgeons of Canada, 2015
canmeds.royalcollege.ca
Page 2 of 4
CanMEDS Teaching and Assessment Tools Guide
B. Management
process
IN THIS CASEa
Leader teaching tool T5
Rate your approach IN THIS SITUATION.
Explain rating
1
2
3
4
5
Very
poor
Poor
Solid
competent
Very
good
Superb
Areas or ideas for priority
improvement?
Not
applicable
Ensures
understanding of
work and timelines
Identifies the
priority tasks and
timelines
Establishes steps
and sequence to
deliver outcomes
on time
Shares work
through effective
delegation
Assigns people
important activities
Assigns tasks
based on match/fit
of competencies
and strength
Assigns tasks
based on learning
needs
Monitors people’s
progress
Communicates and
clarifies with people
Coaches peoples’
progress and
success
Flexibly modifies
plans with new,
emerging situations
Deploys people
with new, emerging
situations
Integrates personal
and professional
priorities
Royal College of Physicians and Surgeons of Canada, 2015
canmeds.royalcollege.ca
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CanMEDS Teaching and Assessment Tools Guide
Leader teaching tool T5
Uses tools and
resources
effectively to
achieve outcomes
Other notes/reflections:
4.
Summarize your TOP two or three areas of strength
5.
#
Planning for improvement
Summarize your TOP two
or three areas that need
priority improvement
over the next four to
eight weeks?
How are you going to
work
on your priorities over
the next four to eight
weeks?
How will you know that you have
achieved the needed improvement
in your priority areas?
1.
2.
3.
a
Drucker PF. What makes an effective executive? Harv Bus Rev. 2004;82(6):58-63-136.
Royal College of Physicians and Surgeons of Canada, 2015
canmeds.royalcollege.ca
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